This document provides a comprehensive overview of Patanjali Ayurved Limited, including its product portfolio, revenues, production facilities, and sales and distribution strategies. It also discusses the primary marketing strategies adopted by the company and its future propositions and recommendations.
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Running Head:MRKT20019 MARKETING MANAGEMENT MRKT20019 Marketing Management Student’s Name University Name Author’s Note
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2 MRKT20019 MARKETING MANAGEMENT Table of Contents Introduction......................................................................................................................................3 Business overview of Patanjali Ayurved Limited........................................................................3 Product portfolio..............................................................................................................................3 Revenues..........................................................................................................................................3 Production........................................................................................................................................4 Products...........................................................................................................................................5 Sales and distribution.......................................................................................................................6 Discussion........................................................................................................................................6 Primary marketing strategies.......................................................................................................7 Growth and demand inclination of the Patanjali products...........................................................7 Advantage of a visible brand.......................................................................................................9 Smart pricing................................................................................................................................9 Brand communication strategies................................................................................................10 Trust and Faith of the retail outlets............................................................................................11 Future propositions and recommendations....................................................................................11 The rural Push............................................................................................................................11 Focusing on Exports...................................................................................................................12 Conclusion.....................................................................................................................................12
4 MRKT20019 MARKETING MANAGEMENT Introduction Business overview of Patanjali Ayurved Limited Patanjali Ayurved is an FMCG company from India, whose headquarter is in Haridwar. Starting its journey from 13th January of 2006, the majority of state has remained with Acharya Balkrishna who also occupied the position of the Managing Director of the organisation. He had 92% stake in the company with the rest 8% being in the hands of an NRI family from UK. Image: Patanjali Market Share Product portfolio The organisation is responsible for manufacturing and distribution of various products ranging from food and beverages to cosmetics as well as fabric care also. Starting from the initial
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5 MRKT20019 MARKETING MANAGEMENT days of its operation, the organisation has rapidly advanced and expanded to reach various target segments and in the current time it operates with a plethora of Ayurvedic brands Revenues Chart 1: Revenue (Source:Yadav and Tikoria 2017) Production Patanjali food as well as the herbal Park of Haridwar is the primary production facilities that are operated by Patanjali Ayurved. The future business plans of business organisation
6 MRKT20019 MARKETING MANAGEMENT include the establishment of more business units in India as well as in Nepal. In 2016, herbal Park as well as Patanjali foods receives full-time security cover buy 35 Central industrial security force Commandos of India. The executive director of the farm, Baba Ramdev receives Z category protection from the central Paramilitary forces also. Products The products of this organisation can be digested in categories like personal care as well as food. There are almost 450 products which include 45 categories of cosmetics, 30 categories of food and so on (Thomas and Vatavwala 2019). According to the official records of the company, the products that are manufactured by them are developed from Ayurveda as well as other natural components. Beauty and baby products have also been launched by the organisation in recent times. Most importantly, manufacturing division of Patanjali Ayurvedic has patent for more than 300 medicines which can cure arrange of diseases as well as poor body conditions starting from common cold to chronic paralysis. In fact, in the last month of 2015, day launched instant noodles in the market. However the food safety and security Authority of India, and the production of instant noodles under Patanjali brand name as neither Ayush nor Patanjali foods, the two subsidiary production companies of Patanjali Ayurvedic Limited, had the rights of manufacturing instant noodles under their brand name (Gupta 2016). Intheyear2016,Patanjaliannouncedthatwearegoingtoenterthetextile manufacturing. Initially starting with manufacturing of traditional Indian clothes like kurta pajama, which purest linen available in the country, the company has gradually shifted to production of Western clothing also.
7 MRKT20019 MARKETING MANAGEMENT In 2016, the organisation announced that a new manufacturing division of Patanjali herbal as well as Mega Food Park was going to be established in Balipara, Assam with an investment of at least 1000 crore INR and the manufacturing capacity of the plant was going to be 1 billion tons of average goods every year. The manufacturing plant of Patanjali in Assam has started operating partial, and after it is completed it is supposed to be the largest facility of the company in India. It is not worthy that they have already 50 manufacturing units across the country. Sales and distribution Patanjali Ayurvedic limited has nearly 8000 retail outlets as of 2018. They have also developedtheirE-commercewebsiteforonlinesalesof theirproductandcurrentlythe organisation is also target in railway station as well as airports. Patanjali Ayurvedic limited has also collaborated with the Pittie group as well as Kishore Biyani’s Future Group in 2015 (Sen and Rajagopal 2017). This give a big strategic whose to the organisation as Patanjali products got the licence of selling their Ayurvedic items in separate counters in all the Future Group outlets in India and even outside India. The products of Patanjali Ayurveda are also available in the modern trade stores which include the likes of Hyper city, Reliance Retail commerce Star Bazaar
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8 MRKT20019 MARKETING MANAGEMENT as well as other online channels of Patanjali Ayurvedic which has been co-founded by yoga guru Ramdev. The current sales target for the financial year 2018-19 is rupees 14000 crore INR (Arora, N., Singh and Grewal 2016). Ranging from the year 2015, the sales of the company has increased by about one 150% (Sengar, Sharma and Agrawal 2017). The annual increment rate of the organisation had been an average value of 5000 crores INR (Pandey 2017). The FMCG division of the organisation also operates dealership as well as distribution ship mode of business of the country and this franchise basis of organisational growth is expected to acquire meaning of overseas distribution channels also, with time.
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10 MRKT20019 MARKETING MANAGEMENT Discussion Primary marketing strategies The industrial sources Review that the market share of Patanjali is supposed to be around 8% at the end of the year 2018 and this can be considered to be big success in this category which herbal products, Lever Ayush as well as Patanjali Ayurvedic industry market players operating in the market of Ayurvedic products in India in the current moment. They are likely to be able to you double dare revenue accumulation starting from rupees 5000 crores in 2016 and still ranging at about rupees 12000 INR in financial year 2018-19 (Singh and Gopal 2016). This is evident from the data source of Reliance Securities. Operating about 9000 retail outlets in India, the organisation is also planning to implant there stores at all major railway stations as airports. Growth and demand inclination of the Patanjali products Patanjali Ayurvedic to only 5 years to establish itself as a major Ayurvedic brand in the country since the demand for Patanjali products has declined enormously. The grand success that has been acquired by the organisation is because of specific factors. They have adopted the opportunity strategy of growth. According to the information provided bySharmaet al. (2019), we can observe that in recent times Patanjali skimmed an opportunity and launched the attached noodles product. The time it was launch, clearly show that the launch of the product was intended to give challenge to their biggest competitor in the field of instant noodles in India, Magginoodles.Nestleworkfacingissuesfromthescandalofpresenceofexcessive monosodium glutamate in the negatives makers and which is why the product was temporarily banned in India.
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11 MRKT20019 MARKETING MANAGEMENT The entire product was ultimately band, because of the lack of legitimacy to sell products like girls under the brand name of Patanjali Ayurvedic the organisation showed us how to capitalise on business opportunities (Pandey and Sah 2016). This is definitely example of innovative market reception and proprietorship. The readiness with which the instant noodles product was launched in the market, in the short span is really remarkable.
12 MRKT20019 MARKETING MANAGEMENT The primary strength of the company is that they have been able to develop a strong fan base and trust of the followers. The organisation has been able to achieve this, keeping the image of Baba Ramdev as a Yoga guru in the front. Before the brand was established by Balakrishnan, and before they had entered into the domain of full-fledged marketing activities, a large number of people in India had associated godliness with him. Nevertheless it can be expected that people who trust him and following this blind followership, Baba Ramdev innovated the problem of finding the solutions of day-to-day life with the products of Patanjali. The marketing campaign of the products was also done in such a way so as to convey that each of the products was giving relief to the public from artificial product consumption. For evidence, whenever any medicine was launched, the competition was directly made with the other leading brands in the market, without taking their names (Jaggi and Ghosh 2017). It was conveyed that the original medicinal formula is present in very less proportion in the conventional medicines because of which they are least effective. On the contrary, Ayurvedic medicines developed by Patanjali Ayurvedic Limited were portrayed to be developed from original ingredients, which were perhaps never before used by any other Ayurvedic company in India. It was portrait that every single formula of products in Patanjali Ayurvedic Limited was handmade by Baba Ramdev. It was hardly true, yetwiththehighfaithpeoplehadinhim,majorsectionofthepeoplewatchingthe advertisements seemed to believe that only. The strategy of “telling is the new selling!” had been adopted by Baba Ramdev. The unique point of sales was that instead of emphasizing on sales of Patanjali products, he started the advertising campaign in order to build relationship of the customers with the products. that is why in most of the advertisements, it was displayed how the Patanjali products generated values for the family and the individual family members. For evidence, in the advertisement for
13 MRKT20019 MARKETING MANAGEMENT Patanjali honey,, it was evident that the consumption of artificial Honey, developed from Chemicals could actually harm the body instead of causing any good to it (according to the advertisement). In contrast, the the advertisement displayed some signs of pure honey and immediately showed that the Patanjali Honey contained all those signs hence establishing that it was pure. The last segment of every advertisement was that Baba Ramdev had himself invented the formula for the product and hence it carried and send message that the products cannot be but pure and best. Analysing advertising campaigns of Patanjali AyurvedicYadav (2017),discusses that the organisation sells relation, magic and stories. Advantage of a visible brand The brand name Patanjali Ayurvedic is not half as popular as the brand name of the leading personality of Baba Ramdev Who is behind the brand. Starting from the Himalayan Caves in the year 1993, which is situated in the island town of Gangotri to the Anti Corruption Andolan in India in the year 2011 by supporting the Lokpal bill, Baba Ramdev has soaked all line light and developed a strong visibility for his personal image in almost every target segment of age, gender religion and caste all over the world (Shukla 2018). Smart pricing The price of Patanjali products is comparatively less than almost all peers in the same category. According to Balakrishna, the input costs are very low because the organisation directly extracts raw materials from farmer and no middleman-ship is entertained by the organisation. Besides, the company have their own face for promoting the brand name, in the form of Baba Ramdev and that is why they do not need to incur any cost for contracting any
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14 MRKT20019 MARKETING MANAGEMENT brand ambassador. The salaries provided to the employees of Ayurvedic segment of Patanjali Limited is also modest because of which employee grievances are very less (Yadav 2017). Now it can be concluded from the above analysis that because the production and sales promotion cost is less, in comparison to what the other companies are spending, the product costing is directly impacted and Organisation is easily cable to offer the products at lesser than market convenient pricing. However there are some categories of product where people might not be attracted by the promoting of Baba Ramdev as they do not find suitable reasons. This includes the cosmetic, Hair Care as well as bodycare range of products of Patanjali Ayurvedic Limited. This is because the glamorous promotion and high brand value of the Other leading brands in the market is much higher in comparison to the list colourful advertising campaign of these product categories by Patanjali Ayurvedic Limited. Market survey, for the last 5 years during which the brand has gained popularity shows that people has less perceived the claim for using your products in terms of body care, Healthcare, makeup and cosmetics (Ahmed, Sultana and Ahmed 2018). That is why, Fair and lovely is still a more popular brand in term of cosmetic care compared to products of Patanjali Ayurvedic Limited. Brand communication strategies Average strategy through social media campaigns Product advertisement is mostly done nowadays through digital domains like Facebook, Instagram and so on. This product awareness strategy was also utilised by Patanjali to spread awareness regarding their products by educating and engaging people all over social media. Baba Ramdev himself as well as Patanjali products has more than 7 million likes and over 600
15 MRKT20019 MARKETING MANAGEMENT thousand followers on Facebook and Twitter as wel (Sengar, Sharma and Agrawal 2017)l. The strategy of communicating with the followers through live chat has also enhance the popularity of of the brand ambassador and he has undertaken the same studies for promoting events as well as new product launches also. Trust and Faith of the retail outlets Previously, Patanjali used to sell their products only in the Ayurvedic stores which were rarely located in India. However, nowadays, almost all Big Bazaar outlets sell Patanjali products. The customers cannot only find Patanjali medicines in retail outlet, but they can also get the free consultation from an Ayurvedic doctor in the Patanjali outlets of Ayurvedic medicines (Pandey 2017). These intrinsic and extrinsic factors have helped in development of trust and faith in the brand because of which people feel connected with the product also. Future propositions and recommendations The rural Push The rural markets of India consists of 70% of the population and the contribution of the sales of of Ayurvedic products in rural regions accounts for only 9% of the revenue collected by average brands in the FMCG industry. Hence, this organisation can emphasize on increasing distribution as well as their support infrastructure in the rural areas of north, north west and north east specifically (Singh and Gopal 2016). Considering the high popularity of Ramdev in those areas, it can be emphasized that the product sales will be fostered if the advertising and promotion of the product is done in those areas. Focusing on Exports
16 MRKT20019 MARKETING MANAGEMENT The entire organisation has been established as a big brand name in the Indian market, they have centred their operations in the residential market only (Pandey and Sah 2016). This form of trading will keep the division of aggregate deals on the lower side after they reach the level of market saturation (Sharma et al. 2019). This is the primary time to concentrate on contracting overseas distributors and building reputation as a authentic Indian brand of exquisite and premium products in the surrounding countries also. Conclusion The organisation has no doubt developed as a revolution in the FMCG industry and challenged almost all major occupants in a very short time. However, they have their share of difficulties also. The political relationship and involvement of Ramdev in political administration was perceived by people in both positive and negative ways. Another limitation is that they do not have directors or advertisers who are popular in business development. Nevertheless the unique brand name and brand value proposition along with the innovative point of sales has helped the organisation to endorse their products. In spite of the fact that the Atta noodles product was banned by the government, big product diversification strategy and other branding and marketing strategies has helped the company to recover the market loss in no time.
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17 MRKT20019 MARKETING MANAGEMENT Reference List Ahmed, J.U., Sultana, H. and Ahmed, A., 2018. Patanjali ayurved invades India.Decision,45(1), pp.75-91. Arora, N., Singh, G. and Grewal, B., 2016. Impact of Spirituality on Consumer Perception creation and Preference of Products wsrt FMCG and Patanjali Ayurved Ltd. in Punjab.Journal of Marketing Vistas,6(2). Gupta, R., 2016. Disruptive marketing and brand building: A case study of Patanjali, Ayurveda Limited.Advances in Economics and Business Management (AEBM),3(2), pp.225-231. Jaggi, R. and Ghosh, M., 2017. Consumer Perception of Patanjali Products: An Analytical Study.IUP Journal of Brand Management,14(1). Pandey, M., 2017. Staggering growth of patanjali ayurvedic limited: An analysis.International Journal in Management & Social Science,5(4), pp.62-68. Pandey, P. and Sah, R., 2016. Growth of Swadeshi-A Case Study on Patanjali Ayurved Limited.InternationalJournalofEngineeringTechnology,ManagementandApplied Sciences,4(7), pp.7-14. Sen, S. and Rajagopal, K., 2017. SWOT ANALYSIS OF FAST MOVING CONSUMER GOODS COMPANIES–A CASE STUDY ABOUT PATANJALI AYURVED IN INDIA. Sengar, A., Sharma, V. and Agrawal, R., 2017. Market development through integrating value chains–a case of Patanjali Food and Herbal Park.Emerald Emerging Markets Case Studies,7(4), pp.1-22.
18 MRKT20019 MARKETING MANAGEMENT Sharma, V., Gulati, S., Pandey, A. and Gautam, D.N.S., 2019. Trends in Ayurvedic FMCG Market.Journal of Young Pharmacists,11(2). Shukla, S., 2018. The Marketing Mix Strategies of Patanjali Ayurveda.Journal of Retail Marketing & Distribution Management,1(3), pp.25-36. Singh, B. and Gopal, R.K., 2016. Demystifying the Brand Patanjali-A Case on Growth Strategies of Patanjali Ayurved Ltd.PES Business Review,11(1), p.51. Thomas, S. and Vatavwala, S., 2019. Patanjali Ayurved Limited: Driving the ayurvedic food product market. InCase Studies in Food Retailing and Distribution(pp. 119-135). Woodhead Publishing. Yadav, N. and Tikoria, J., 2017. PATANJALI AYURVED LIMITED: A LOCAL PLAYER POSING THREAT TO MULTINATIONALS.ET Cases. Yadav, R., 2017. Patanjali ayurveda limited: Attraction of ayurveda products.South Asian Journal of Business and Management Cases,6(1), pp.100-108. Yadav, S.K., 2017. Rapidly Changing Marketing Channels of FMCG Companies –A Case Study of Patanjali Ayurved Limited.Journal of Commerce and Trade,12(1), pp.131-139.
19 MRKT20019 MARKETING MANAGEMENT Appendices Appendix 1: Last quarter revenues of the FMCG companies of India
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